PELP Coherence Framework
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Transcript of PELP Coherence Framework
![Page 1: PELP Coherence Framework](https://reader036.fdocuments.in/reader036/viewer/2022082316/56812cb7550346895d916db8/html5/thumbnails/1.jpg)
• designed to help leaders identify the key elements that support a district-wide improvement strategy and to bring these elements into a coherent and integrated relationship
• district leaders leverage this framework to develop strategies that work towards improving student performance throughout the district
PELP Coherence Framework
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Framework assists with achieving and sustaining coherence by:
• Connecting the instructional core with a district-wide strategy for improvement.
• Highlighting district elements that can support or hinder effective implementation.
• Identifying interdependencies among district elements.
• Recognizing forces in the environment that have an impact on the implementation of strategy.
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Instructional core
• teachers' knowledge and skill,
• students' engagement in their own learning, and
• academically challenging content.
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Strategy
• coherent set of actions • district deliberately undertakes • to strengthen the instructional core with the
objective of raising student performance district-wide.
• coherence among actions at the district, school, and classroom levels will make a district's chosen strategy more scalable and sustainable.
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Shareholders people and groups inside and outside of the district:
• district and school staff,
• governing bodies,
• unions and associations,
• parents and parent organizations,
• civic and community leaders and organizations.
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Culture
predominant
• norms, • values, • attitudes • beliefs
that define and drive behavior in the district.
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Structure Structures help define how the work of the district gets done. It includes
• how people are organized, • who has responsibility and accountability for
results, and• who makes or influences decisions.
• can be both formal (deliberately established organizational forms) and
• informal (the way decisions get made or the way people work and interact outside of formal channels).
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Systems the processes and procedures through which work gets done
• built around such important functions as: career development and promotion, compensation, student assignment, resource allocation, organizational learning, and measurement and accountability
• help people feel like they do not have to "reinvent the wheel" when they need to get an important, and often multi-step, task done.
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Resources • Managing the flow of financial resources
throughout the organization is important, but• resources also include: • people and physical assets such as technology
and data.
When school districts carefully manage their most valuable resource--people--and understand what investments in technology and data systems are necessary to better support teaching and learning, the entire organization is brought closer to coherence.
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Environment
external factors that can have an impact on strategy, operations, and performance
• regulations and statutes,
• contracts,
• funding and
• politics
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